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Three Ways of Learning

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1. Classroom setting 2. Real world experiences 3. Reading and examining others (takes a long time)

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Classical Conditioning

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Modifying behavior by pairing a conditioned stimulus with an unconditioned stimulus to elicit an unconditioned response; Pavlov's Dog Experiment.

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Operant Conditioning

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Modifying behavior through the use of positive or negative consequences following specific behavior.

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Reinforcing

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"Law of Effect" - A leads to B; strategy to cultivate desirable behavior by either bestowing positive consequences or withholding negative consequences.

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Extinction

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Strategy to weaken behavior by attaching no consequences to it.

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Social Learning Theory

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Learning occurs by observing others and modeling their behavior; process of specifying desired results.

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Cognitive Theories

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Group of theories; "The whole is greater than the sum of the parts."

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Goal-Setting At Work

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Process of establishing desired results that guide and direct behavior.

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Goal-Setting Functions

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1. Increase work motivation and task performance 2. Reduce role stress associated with conflicting or confusing situations 3. Improve accuracy and validity of performance evaluation

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Improve Performance Evaluation

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MBO (Management by Objectives); a goal-setting program based on interaction and negotiation between employees and managers. -Articulates WHAT to do. -Determines HOW to do it.

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Performance Appraisal

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1. Criticism 2. How to overcome it 3. Positive Feedback

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Absenteeism

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Tardy Policies.

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"Organizations get the performance they reward..not the performance they say they want."

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-Who should get the reward? (if anyone) -What/How much should the reward be?

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Correcting Poor Performance

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1. Identify primary cause 2. Determine problems source 3. Develop corrective plan of action

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Kelly's Attribution Theory

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Explains how individuals pinpoint the causes of their own and others' behaviors; consensus, distinctiveness, consistency.

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Consensus

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Indicating the extent to which peers in the same situation behave in a similar fashion.

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Distinctiveness

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Indicating the degree to which an individual behaves the same way in other situations.

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Consistency

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Frequency of behavior over time.

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Mentoring

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Work relationship that encourages development and career enhancement for people moving through the career cycle.

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Learning

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A change in behavior acquired through experience and knowledge acquisition.

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Behaviorist Approach to Learning

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Assumes observable behavior is a function of its consequences.

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Limitations of Classical Conditioning

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1. Humans are more complex than dogs and less amenable to simple cause-and-effect conditioning 2. The behavioral environments in organizations are complex and not very amenable to single stimulus-response manipulations 3. Human capacity for decision making can override simple conditioning

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OBM; Organizational Behavior Modification

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A form of Operant Conditioning that has been used successfully to shape organizational behavior.

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What reinforcement consequence would have the most effect under OBM?

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Money-Based Reinforcement.

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Reinforcement and Punishment are administered through:

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Positive and/or Negative consequences.

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Strategies used to influence the consequences of behavior:

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1. Extinction 2. Punishment 3. Positive Consequences

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Table 6.1

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Schedules of Reinforcement.

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Continuous

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Reinforcement that follows every response.

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Intermittent

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Reinforcement that does not follow every response.

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Fixed Ratio

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Reinforcement after a fixed number of responses; similar to continuous reinforcement.

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Variable Ratio

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Reinforcement after a random number of responses.

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Fixed Interval

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Reinforcement after a specific time has elapsed.

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Variable Interval

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Reinforcement after a random time period.

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Bandura's Social Learning Theory is the concept of

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Self-Efficiency.

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Social Learning Theory

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Based on the belief that learning occurs through the observation of other people and the modeling of their behavior.

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Strongest way for an employee to develop self-efficiency is to:

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Succeed at a challenging task.

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Self-Efficiency

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An individual's beliefs and expectations about his/her ability to accomplish a specific task successfully.

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Four Sources of Task-Specific Self-Efficiency

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1. Prior experiences 2. Behavior models (witnessing the success of others) 3. Persuasion of other people 4. Assessment of current physical and emotional capabilities

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Intuitors

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Prefer theoretical frameworks.

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Goal-Setting

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Process of establishing desired results that guide and direct behavior.

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SMART Goals

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Specific Measurable Attainable Realistic Time-bound

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Quantitative Goals

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Outcome (or performance) feedback is greatly facilitated.

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Three Functions of Goal-Setting

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1. Can increase work motivation and task performance 2. Can reduce stress caused by conflicting or confusing expectation 3. Can improve the accuracy and validity of performance evaluation

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Relationship between goal difficulty and task performance include:

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Goal commitment Effective performance feedback Required skills and abilities

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Goal Commitment

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An important intermediate step between goal acceptance and goal accomplishment.

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Organizational Commitment

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Prerequisite for successful goal-setting programs, such as Management By Objectives (MBO).

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An important function of goal-setting is:

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Reducing role stress associated with conflicting and/or confusing expectations.

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Peter Drucker

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Management By Objectives (MBO).

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MBO involves:

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Interaction between a superior and an employee for setting employees' goals and later evaluating performance and progress toward goal accomplishment.

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Performance Management

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Process of defining, measuring, appraising, providing feedback on, and improving performance.

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The major functions of Performance Appraisal

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1. Evaluating employee work behavior 2. Making promotion and other reward decisions 3. Identifying employee developmental needs

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Performance Feedback

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More likely to lead to increased job performance when it is constructive and specific.

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A key criticism to Self-Evaluation

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They have a low level of agreement with supervisory evaluations.

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Characteristics of a 360-Degree Feedback

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1. It is a tactic to improve the accuracy of performance appraisals 2. It provides a well-rounded view of performance from superiors, peers, followers, and customers 3. High levels of agreement may not necessarily be desirable if the intent is to provide a full picture of an individual's performance

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An effective performance appraisal system will contain or display:

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Reliability, validity, responsiveness, flexibility, equitability.

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Validity

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Capturing multiple dimensions of a person's job performance.

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Reliability

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Collecting evaluations from multiple sources and at different times are captured over the course of the evaluation period.

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Responsiveness

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Allow the person being evaluated to have input.

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Flexibility

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Staying open to modification based on new information.

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Equitability

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Evaluating fairly.

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Individual Performance

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Traditional organizational reward systems used in the United States.

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Reward Allocation

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Sequential decisions about which people to reward, how to reward them, and when to reward them.

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Notion of Entitlement at Work

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Endangers passive, irresponsible behavior.

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Internal Attributions for Poor Performance

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Minimal effort, lack of commitment, lack of motivation, and personal problems.

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Coaching and Counseling

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An important aspect of a mentoring relationship.

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Tactic Knowledge

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Successful consequences of tri-mentoring, a formalized peer mentoring system.

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Consequences of Punishment

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Three-day unpaid suspension for excessive tardiness; termination.

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Goal-Setting Theory

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Strong positive relationship between goal level and task performance.

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Developmental Feedback

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Important aspect of any appraisal system and is frequently done as coaching and counseling in MBO programs.

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Specific Feedback

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Beneficial for initial performance but discourages exploration and undermines the learning needed for individual performance.

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"Organizations..

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..get the performance they reward..not the performance they want."

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Sensor

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Individual who prefers analysis of data and logical explanation of problems.

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Thinker

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Individual who prefers specific empirical data and look for practical applications.

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Performance

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Task accomplishment.

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Feedback

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Information provided to employee about his/her performance.

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Pay for Knowledge

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Job pay set according to training and what the employee knows.

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Entitlement

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A work situation where the employee expects one or more performance level.

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Reward

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A benefit for a successful job performance.

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Attribution

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A reference or judgment concerning an employee's behavior.

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